E-business strategy

During the last several years and with the exploding utilization of the World Wide Web, the University has
spawned a wide variety of campus networked information resources to support instruction, research,
administration, and public outreach. Recognizing Old Dominion’s recent advances into the electronic
business environment, there are still many areas that could benefit greatly from implementing new
electronic means of service.
As the number and diversity of information resources grow, new services are required for identifying,
archiving, and accessing them readily as part of the daily activities undertaken by faculty, staff, and
students. The primary focus should be on services and systems that benefit the entire campus and that
involve many departments – enterprise information systems (e-business).
However, E-Business is only possible when given the appropriate level and quality of human resources,
training and administrative commitment to doing business electronically.
What is e-business at a University?
Simply, e-business is electronically enabled getting, counting, and doing.
The “getting” is the aspect of sales and marketing, recruiting, purchasing, and information distribution.
“Counting” refers to the billing, finance, accounting, assessment, and compliance characteristics and
“doing” is the fulfillment of requests for service and maintenance. Doing is often the core business in a
university setting.

E-commerce is selling goods and serves over the web; e-business is transforming core business and
academic processes with flexible, expandable applications. It is leveraging knowledge and information you
have through a variety of e-business systems. Anything that universities provide and collect money for is a
good candidate for conducting with e-commerce. This may include selling athletic tickets, football tickets
and the like, selling conference registrations, selling software and for that matter, taking contributions from
alumni and other people. Any service, data collection, or transaction you provide is also a good candidate
for e-business. The private sector is at least two to three years ahead of education in using this technology.
Customers, however, are the new generation of students raised on the Internet who have very high service
expectations. Instant gratification of needs and wants is an inherent expectation of computer -savvy and
skillful students. New traditional students will be intensely more technologically sophisticated. Nontraditional,
employed, and time and place bound students, while not as well established technologically, will
be attracted to e-business services as a means to save time and trouble.
E-business at a university is usually articulated by its operational content such as: applying for admission
online, purchasing books, CDs, electronic book purchases, electronic journals, expediting financial
transactions, electronic deposit and debit, licensing of online text and video teaching courses online,
printing course packs on demand, using campus cards for administrative and identification purposes. And
much more.
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To successfully participate in e-business, the institution must:
1) decide which services are to be provided electronically,
2) determine the acceptable level of quality and support needed to provide said services,
3) identify the appropriate administrative and end user population to be charged with the
review/evaluation of significant software purchases,
4) establish an effective mechanism for prioritizing implementation of projects, and
5) evaluate existing policies and procedures must be evaluated for functionality as related to the
ability to provide electronic processes and services.
Summary - Strategic Goals
1. Develop and implement an E-business infrastructure
2. Begin to implement a move to electronic processes
3. Move to an environment of greater user self-sufficiency
Summary - Recommendations
1. Implement web portal (or other integrated interface) by Fall 2001.
2. Integrate new and existing products required to fully manage the academic enterprise to the
administrative system.
3. Establish a security framework.
4. Education of the administration and end-users
5. Create a mechanism for easy reporting.
6. Establish and invest in multiple types and levels of training.
7. Obtain a document storage system for administrative use.
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STRATEGIC GOALS:
1. Develop and implement an E-business infrastructure, which provides a flexible framework for
implementing and integrating new business applications or services for faculty, staff, students
and other constituents.
Develop an overarching process desired to get to a state of the art electronic/on-line system.
Evaluate current systems functionality and identify outstanding needs.
Lotus notes
Learning Space
Lotus web
Leo (web and IVR)
Banner
Using a neutral decision process, evaluate costs for internal versus external services and/or
products that can be provided by a third party or an off-the-shelf solution.
Integrate products required to manage the academic enterprise to the administrative system.
Products should be cohesive and provide seamless transfer of data from one system to the
other for the end user. The highest consideration should be given to products that reduce
development time and the need for retrofitting.
Utilize a portal to maintain an online presence that facilitates interaction with all
constituencies.
Technical support requirements
Functional/management support requirements
Determine management - who administers, who supports on going
maintenance issues, etc.
Resolve advertising issues
Consider existing solutions, off-the-shelf solutions, and customized
solutions.
Establish a security framework, which supports single authentication, authorization and
technologies, such as digital signatures, in support of e-commerce.
Education of the administration and end-users must be on going in order to continually
evaluate processes and identify additional requirements.
2. Begin to implement a move to electronic processes either by management decision and/or the
introduction of new technologies.
Review and revise policies so that electronic (paperless) systems can be implemented when
dictated by the available technology and needs of the end-user. The institutional attachments
to “signatures” and forms can be retooled to fit electronic services.
Current processes requiring paper and/or signature that could become electronic include the
following:
Advising
Application for admission – under development
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Academic processes requiring signature or paper submission (i.e.
withdrawal from classes after drop/add)
Grade submission from faculty and reporting to students
Continuance probation/suspension notices
Deposit notification (payroll, balance of aid, etc.)
Billing
Hourly time reporting
Obtain a document storage system for administrative use. Document storage must be
provided in order to support a paperless goal and to integrate administrative and student
files.
Require that University email account be used by all University populations and establish
email as the main mode of communication for administrative use.
Require direct deposit for payroll transactions. Payables transactions, including travel
reimbursements and balance of aid refunds, will also be a future candidate for direct
deposit, but should be phased in.
Consideration must be given to legal issues for electronic compliance, which include
state, federal and other regulatory bodies. For example:
FERPA
SACS
SCHEV
Training in all systems must be accessible either through in person or electronic means.
This can be done through Atrain the trainer@ programs, the worldwide web or CD-ROM.
For example, if we moved to more of a just in time knowledge system, then users would
be able to access training help customized to specific procedural questions.
Implement a multi-tiered technical-business support program.
In the short-term, create business-based Systems Analysts for several organizational units.
These people should be assigned to examine day-to-day administrative processes, to
assess user needs and to make technical recommendations. Initially, the distribution of
personnel could be one individual for distance learning, two individuals for academic
affairs, and two individuals for administration and finance. However, greater review may
be necessary to determine the appropriate levels of support. This approach provides
baseline support closer to the needs of the unit.
3. Move to an environment of greater user self-sufficiency as an institutional value and a strategic
necessity.
Create a mechanism for easy reporting and information retrieval.
Report generation capability must be provided to administrative units through a tool that
is accessible (preferably web-based) and requires no significant technical skill or training
with ready access from any location. (DataMart will serve the needs of more sophisticated
campus users only) This would include access to database information for enrollment
management, advising, graduation processing, budgeting, purchasing, billing etc..
Establish and invest in multiple types and levels of training.
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Training in all systems must be accessible either through in person or electronic means.
This can be done through Atrain the trainer@ programs, the worldwide web or CD-ROM.
For example, if we moved to more of a just in time knowledge system, then users would
be able to access training help customized to specific procedural questions.
Obtain a document storage system for administrative use.
Document storage must be provided in order to go paperless and to integrate
administrative and student files.
This approach will allow the end user to have greater control, manipulation, and delivery
of information. Areas immediately identified for such action include
Local support in business units
Reporting (standard reporting mechanism easy for end user)
Training at University wide level and business unit level
Web implementation to increase functionality to all campus users
Degree audit to support for all learners
Electronic Advising services
Transfer equivalency on line
Web for Employees product
On-line testing product
Distance learning
Production scheduling
RECOMMENDATIONS
Until policies and procedures can be evaluated and reengineered, the following specific recommendations
are made:
1) Develop and implement an E-business infrastructure, which provides a flexible framework for
implementing and integrating new business applications or services for faculty, staff, and
students.
Implement web portal (or other intregrated interface) by Fall 2001.
Integrate new and existing products required to fully manage the academic enterprise to the
administrative system.
Establish a security framework.
Education of the administration and end-users.
2) Begin to implement a move to electronic processes either by management decision or
introduction of technology.
Revise academic and administrative policies to support electronic business.
Implement a multi-tiered technical-business support program.
3) Move to an environment of greater user self-sufficiency as an institutional value and strategic

necessity.

Laptop Per Child

The initiative "One Laptop Per Child(One Laptop Perchildren) appear to have
an growing interest and its reference in the media is becoming more frequent,
demonstratingthe importance of the concept of ICT for Development (ICT4D).

The reason is probably related to the strong symbolism of the initiative.
The cause is noble: to sell OLPC computers to governmentsw ho are responsible
for their distribution through their Department for education toLaptop Per
Child . Children's Machine is a computer inexpensive portable offering its
young owners access knowledge and education in its most modern. This notebook

is developed by the organization OLPC. OLPC is a national non-profit US-based

States that designs, manufactures and distributes the device at low prices.
Until now, the project iss uccessful and growing more quickly than was
anticipated originally. Currently, 14 countriesare already involved in this
ICT4D professionals to address against the digital divide and deal with
issues relating to access to equipment computer.Develop ICT and inexpensive

home computers a priority for today provide digital access to all.

There are many other projects whose aim is to produce ICT and Computers
inexpensive. Neotelis can help your organization betterunderstand how these
tools may contribute to the dissemination ICT in developing countries
development and how strategies to integrate these tools and action plans for
ICT Nationally, and in some specific sectors such than education.

Commerce électronique

Electronic commerce integrates production, advertising, sale and distribution of

products and services through electronic means

The presentations and discussions on electronic commerce  have

The first concerns the status of electronic commerce

Europe, its growth potential and success, its likely impact, barriers and

opportunities. The second aspect focused on the priorities for Europe in the field of

electronic commerce, how the main barriers could be addressed and

specific actions that could be considered to release the potential of

electronic commerce in Africa.

Presentations and discussions could be summarized as follows:

. The status and potential

- E-commerce represents an opportunity for real and very significant

Europe

-Europe 's unique competitive advantages in key areas of

electronic commerce, especially in tele-business (Business to

Business) export-oriented sector, which happens to be one of the markets

whose growth is fastest.

- The economic and social potential of electronic commerce is, on balance,

very positive.

- The time has become imperative because the window of opportunity opens to Europe

enabling it to achieve significant development of electronic commerce, and

avoid becoming dependent on external economic actors, is very short.

 What happens today in electronic commerce in Europe

- There are a limited number of African companies operating in the trade

mail. Their existence shows that African entrepreneurs knowledgeable

can succeed and that Europe was actually competitive advantages especially

in the teleservices business to business oriented towards exports.

- There are several programs to promote the Internet in rural and

among disadvantaged groups.

- There are several programs aimed at providing Internet access and trade

E-through volunteers and community associations

basis.

- There are some programs, mostly sponsored by private donors, to

to provide training and assistance to pilot projects of Commerce

mail.

The main barriers

- The infrastructure in some Europenne pay does not make enough trade development

Electronic notably because:

- Inadequate physical infrastructure;

- An infrastructure for electronic transactions deficient;

- A legal and regulatory framework still unsatisfactory;

- African environment of electronic commerce is not yet a good

incubator because:

- The level of awareness of electronic commerce is not enough

high

- European entrepreneurs need to be trained to use the Internet

for business

- Europe professionals need to be trained to assist

companies are moving towards the E-Business Which should focus the priorities of e-commerce in Europe?

Presentations and discussions focused on several priorities in several

distinct areas, mainly:

With regard to the priority sectors

- The first priority should it focus on developing the local market and

regional or on the international market? The consensus that emerged was that

export markets are more attractive in the short term but there is a need

to provide local and regional markets all possible help to promote and

accelerate their development.

- How export market should be given priority? We proposed two

key market niches with equal priorities: the market of the African Diaspora and the

international market for teleservices Business to Business

- The priorities should they focus on the goods or services? The consensus here was

we should focus on physical goods for local markets

and probably regional, but the export from the continent should focus on

teleservices.

- Purchases and government procurement should be a priority? Well

there is currently no mechanism for electronic purchasing of goods and services

African governments or by the main regional institutions Europen, and

although none of them uses the Internet to provide a real service,

Many participants suggested that this should be a priority because of

the impact it could have on the awareness, acceptance and use

General Internet as a business tool.

With regard to improving the environment of electronic commerce

Eropean

- Is there a need for intervention at the level of infrastructure, regulations, the

training, education, etc. ..? Given the short time windows of opportunity, the

consensus reached was the urgent need for action on

all fronts.

- In addition to actions to improve the environment for trade

electronics, is there other actions that could be undertaken? Some

Participants suggested that an emphasis on demonstration projects and

other methods such as immersion courses and sponsorship in order to better

equip European knowledge and experience necessary to create and manage

business e-commerce.